Business et Finance
Harvard Business Review

Harvard Business Review September 2015

For over 80 years, Harvard Business Review magazine has been an indispensable and unrivaled source of ideas, insight, and inspiration for business leaders worldwide. Each issue contains breakthrough ideas on strategy, leadership, innovation and management. Now, newly redesigned, HBR presents these ideas in a smart new design with improved navigation and rich infographics. Become a more effective leader by subscribing to Harvard Business Review.

United States
Harvard Business School Publishing
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6 Numéros

dans ce numéro

1 min.
design as strategy

Design thinking isn’t new. But many companies still aren’t sure how it can improve their business. This month’s Spotlight should be of help, since it illustrates some of the ways design thinking is starting to power corporate strategy. The emphasis on design clearly is moving to the C-suite, and more and more organizations are creating a chief design officer role. A notable example is PepsiCo, which poached Mauro Porcini from 3M to inject design thinking into nearly every aspect of the business. To see how that’s going, check out our interview with CEO Indra Nooyi and accompanying insights from Porcini (page 80). How should companies think about design centricity? For Jon Kolko, vice president of design at Blackboard, design thinking can define the way an organization functions at the most basic levels—how it…

2 min.

Sandy Winnefeld became interested in “high-reliability organizations”—which focus on reducing human error—in 1995, when he entered the U.S. Navy’s intensive training program for commanders of nuclear‑powered aircraft carriers. As the vice chairman of the U.S. Joint Chiefs of Staff, a position he held from 2011 until his retirement in August, he helped lead the effort to use HRO principles to fight the proliferation of cyberthreats. The article on page 86 sprang from his intuition that the navy’s nuclear program has much to teach private organizations about defending against internet attacks. Jer Thorp uses advanced visualization techniques to evoke the humanity in big data and help people understand and control the information around them. Outspoken on the topic of privacy, he is a cofounder of the Office for Creative Research, where he…

3 min.
staying employed in an era of very smart machines

Technology is eliminating the jobs of many knowledge workers, say Davenport and Kirby. But people can ride out this shift by following one of these strategies: Step up to higher levels of cognition, where machines can’t follow. Step aside, drawing on intelligence that machines lack. Step in, to monitor computers’ decision making. Step narrowly, into specialized realms of expertise. Or step forward, creating nextgeneration machines. The augmentation strategy the article proposes is nothing new. For two centuries we’ve stepped up and aside, contributing in increasingly value-added ways. As machines take over decisions, humans must compete at even higher levels, and we don’t know how many of them will be able to. In fact, we may be reaching the limit of how fast humans can evolve relative to technology. The final goal of…

1 min.
you need an innovation strategy

Why is it so hard to build and maintain the capacity to innovate? The lack of an innovation strategy that’s aligned with the business strategy is often to blame, says Pisano. Firms need to think through how innovation will create value for customers, how the firm will capture a share of that value, and what types of innovation to pursue. This article begs for a follow-up that looks at the other side of the coin— how to develop a culture that allows the innovation strategy to succeed. Recent research shows this is often the downfall of corporate innovation, and I regularly see it in organizations that feel they’ve “ticked the box” by crafting a strategy and then putting employees through related training. After some initial successes, complacency kicks in and old…

2 min.
a better way to map brand strategy

Dawar and Bagga present a new map on which a brand’s position is based on two traits: perceived centrality (how representative it is of its category) and distinctiveness (how much it stands out from other brands). When linked to other metrics, like sales, this tool can help marketers determine a brand’s current and desired position, predict performance, and devise marketing strategies. The map seems to reveal important insights about brands. But its limitations stem from: 1. Relying on consumer research to rate centrality and distinctiveness. Consumers often aren’t familiar with all brands in a category, and their perceptions are shaped by marketing and so may reflect advertising effectiveness or spending to establish brand awareness. A better approach might be to combine consumer perceptions with moreobjective measurements. 2. Using traditional category definitions. Coca-Cola may…

4 min.
luxury branding below the radar

For nearly a decade marketers have been talking about the rise of “inconspicuous consumption”: elite consumers’ growing affinity for discreet rather than traditionally branded luxuries. Giana Eckhardt, a professor of marketing at Royal Holloway, University of London, watched with interest as the trend developed in Europe and the United States. But it took a 2012 sabbatical in China to convince her that this was a global phenomenon to which she—and every chief marketing officer in the luxury sector—should devote full attention. “China was supposed to be the land of conspicuousness, but all of a sudden people were making fun of overt wealth and even taking the labels off their clothes,” Eckhardt recalls. To find out why, and what companies could do in response, she and two colleagues reviewed the research on…